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Side-by-side financial comparison of Ardent Health, Inc. (ARDT) and Huntington Ingalls Industries (HII). Click either name above to swap in a different company.
Huntington Ingalls Industries is the larger business by last-quarter revenue ($1.7B vs $1.6B, roughly 1.0× Ardent Health, Inc.). Huntington Ingalls Industries runs the higher net margin — 8.9% vs 2.8%, a 6.1% gap on every dollar of revenue.
Goodlife Health Clubs is a chain of health clubs, with more than 80 locations in Australia.
Huntington Ingalls Industries, Inc. (HII) is the largest military shipbuilding company in the United States as well as a provider of professional services to partners in government and industry. HII was formed on 31 March 2011, as a divestiture from Northrop Grumman.
ARDT vs HII — Head-to-Head
Income Statement — Q4 FY2025 vs Q1 FY2026
| Metric | | |
|---|---|---|
| Revenue | $1.6B | $1.7B |
| Net Profit | $45.0M | $149.0M |
| Gross Margin | — | — |
| Operating Margin | 5.8% | 9.3% |
| Net Margin | 2.8% | 8.9% |
| Revenue YoY | — | 13.8% |
| Net Profit YoY | — | — |
| EPS (diluted) | $0.32 | $3.79 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history. Quarters aligned by calendar period so offset fiscal years line up.
| Q1 26 | — | $1.7B | ||
| Q4 25 | $1.6B | $3.5B | ||
| Q3 25 | $1.6B | $3.2B | ||
| Q2 25 | $1.6B | $3.1B | ||
| Q1 25 | $1.5B | $2.7B | ||
| Q4 24 | — | $3.0B | ||
| Q3 24 | $1.4B | $2.7B | ||
| Q2 24 | $1.5B | $3.0B |
| Q1 26 | — | $149.0M | ||
| Q4 25 | $45.0M | $159.0M | ||
| Q3 25 | $-23.5M | $145.0M | ||
| Q2 25 | $73.0M | $152.0M | ||
| Q1 25 | $41.4M | $149.0M | ||
| Q4 24 | — | $123.0M | ||
| Q3 24 | $26.3M | $101.0M | ||
| Q2 24 | $42.8M | $173.0M |
| Q1 26 | — | 9.3% | ||
| Q4 25 | 5.8% | 4.9% | ||
| Q3 25 | -0.1% | 5.0% | ||
| Q2 25 | 7.4% | 5.3% | ||
| Q1 25 | 5.0% | 5.9% | ||
| Q4 24 | — | 3.7% | ||
| Q3 24 | 3.9% | 3.0% | ||
| Q2 24 | 5.6% | 6.3% |
| Q1 26 | — | 8.9% | ||
| Q4 25 | 2.8% | 4.6% | ||
| Q3 25 | -1.5% | 4.5% | ||
| Q2 25 | 4.4% | 4.9% | ||
| Q1 25 | 2.8% | 5.4% | ||
| Q4 24 | — | 4.1% | ||
| Q3 24 | 1.8% | 3.7% | ||
| Q2 24 | 2.9% | 5.8% |
| Q1 26 | — | $3.79 | ||
| Q4 25 | $0.32 | $4.06 | ||
| Q3 25 | $-0.17 | $3.68 | ||
| Q2 25 | $0.52 | $3.86 | ||
| Q1 25 | $0.29 | $3.79 | ||
| Q4 24 | — | $3.15 | ||
| Q3 24 | $0.19 | $2.56 | ||
| Q2 24 | $0.34 | $4.38 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest quarter.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $709.6M | $216.0M |
| Total DebtLower is stronger | $1.1B | $2.7B |
| Stockholders' EquityBook value | $1.3B | $5.1B |
| Total Assets | $5.3B | $12.5B |
| Debt / EquityLower = less leverage | 0.84× | 0.52× |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $216.0M | ||
| Q4 25 | $709.6M | — | ||
| Q3 25 | $609.4M | — | ||
| Q2 25 | $540.6M | — | ||
| Q1 25 | $495.0M | — | ||
| Q4 24 | — | — | ||
| Q3 24 | $563.1M | — | ||
| Q2 24 | $334.5M | — |
| Q1 26 | — | $2.7B | ||
| Q4 25 | $1.1B | $2.7B | ||
| Q3 25 | $1.1B | — | ||
| Q2 25 | $1.1B | — | ||
| Q1 25 | $1.1B | — | ||
| Q4 24 | — | $2.7B | ||
| Q3 24 | $1.1B | — | ||
| Q2 24 | $1.1B | — |
| Q1 26 | — | $5.1B | ||
| Q4 25 | $1.3B | $5.1B | ||
| Q3 25 | $1.2B | $5.0B | ||
| Q2 25 | $1.3B | $4.9B | ||
| Q1 25 | $1.2B | $4.8B | ||
| Q4 24 | — | $4.7B | ||
| Q3 24 | $1.0B | $4.2B | ||
| Q2 24 | $739.9M | $4.2B |
| Q1 26 | — | $12.5B | ||
| Q4 25 | $5.3B | $12.7B | ||
| Q3 25 | $5.2B | $12.3B | ||
| Q2 25 | $5.0B | $12.1B | ||
| Q1 25 | $4.9B | $12.1B | ||
| Q4 24 | — | $12.1B | ||
| Q3 24 | $4.8B | $11.1B | ||
| Q2 24 | $4.6B | $11.3B |
| Q1 26 | — | 0.52× | ||
| Q4 25 | 0.84× | 0.53× | ||
| Q3 25 | 0.88× | — | ||
| Q2 25 | 0.87× | — | ||
| Q1 25 | 0.93× | — | ||
| Q4 24 | — | 0.58× | ||
| Q3 24 | 1.08× | — | ||
| Q2 24 | 1.46× | — |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Cash flow is harder to manipulate than net income.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $223.4M | $-390.0M |
| Free Cash FlowOCF − Capex | — | $-461.0M |
| FCF MarginFCF / Revenue | — | -27.7% |
| Capex IntensityCapex / Revenue | — | 4.4% |
| Cash ConversionOCF / Net Profit | 4.97× | -2.62× |
| TTM Free Cash FlowTrailing 4 quarters | — | $795.0M |
8-quarter trend — quarters aligned by calendar period.
| Q1 26 | — | $-390.0M | ||
| Q4 25 | $223.4M | $650.0M | ||
| Q3 25 | $154.4M | $118.0M | ||
| Q2 25 | $117.5M | $823.0M | ||
| Q1 25 | $-24.8M | $-395.0M | ||
| Q4 24 | — | $391.0M | ||
| Q3 24 | $89.7M | $213.0M | ||
| Q2 24 | — | $-9.0M |
| Q1 26 | — | $-461.0M | ||
| Q4 25 | — | $516.0M | ||
| Q3 25 | — | $13.0M | ||
| Q2 25 | — | $727.0M | ||
| Q1 25 | — | $-462.0M | ||
| Q4 24 | — | $277.0M | ||
| Q3 24 | — | $125.0M | ||
| Q2 24 | — | $-99.0M |
| Q1 26 | — | -27.7% | ||
| Q4 25 | — | 14.8% | ||
| Q3 25 | — | 0.4% | ||
| Q2 25 | — | 23.6% | ||
| Q1 25 | — | -16.9% | ||
| Q4 24 | — | 9.2% | ||
| Q3 24 | — | 4.5% | ||
| Q2 24 | — | -3.3% |
| Q1 26 | — | 4.4% | ||
| Q4 25 | — | 3.9% | ||
| Q3 25 | — | 3.3% | ||
| Q2 25 | — | 3.1% | ||
| Q1 25 | — | 2.5% | ||
| Q4 24 | — | 3.8% | ||
| Q3 24 | — | 3.2% | ||
| Q2 24 | — | 3.0% |
| Q1 26 | — | -2.62× | ||
| Q4 25 | 4.97× | 4.09× | ||
| Q3 25 | — | 0.81× | ||
| Q2 25 | 1.61× | 5.41× | ||
| Q1 25 | -0.60× | -2.65× | ||
| Q4 24 | — | 3.18× | ||
| Q3 24 | 3.41× | 2.11× | ||
| Q2 24 | — | -0.05× |
Financial Flow Comparison
Revenue → gross profit → operating profit → net profit for each company.
